Professional Documents
Culture Documents
1
6 March 2009
Space project
management
Project planning and
implementation
ECSS Secretariat
ESA-ESTEC
Requirements & Standards Division
Noordwijk, The Netherlands
ECSS‐M‐ST‐10C Rev. 1
6 March 2009
Foreword
This Standard is one of the series of ECSS Standards intended to be applied together for the
management, engineering and product assurance in space projects and applications. ECSS is a
cooperative effort of the European Space Agency, national space agencies and European industry
associations for the purpose of developing and maintaining common standards. Requirements in this
Standard are defined in terms of what shall be accomplished, rather than in terms of how to organize
and perform the necessary work. This allows existing organizational structures and methods to be
applied where they are effective, and for the structures and methods to evolve as necessary without
rewriting the standards.
This Standard has been prepared by the ECSS‐M‐ST‐10 Working Group, reviewed by the ECSS
Executive Secretariat and approved by the ECSS Technical Authority.
Disclaimer
ECSS does not provide any warranty whatsoever, whether expressed, implied, or statutory, including,
but not limited to, any warranty of merchantability or fitness for a particular purpose or any warranty
that the contents of the item are error‐free. In no respect shall ECSS incur any liability for any
damages, including, but not limited to, direct, indirect, special, or consequential damages arising out
of, resulting from, or in any way connected to the use of this Standard, whether or not based upon
warranty, contract, tort, or otherwise; whether or not injury was sustained by persons or property or
otherwise; and whether or not loss was sustained from, or arose out of, the results of, the item, or any
services that may be provided by ECSS.
Published by: ESA Requirements and Standards Division
ESTEC, P.O. Box 299,
2200 AG Noordwijk
The Netherlands
Copyright: 2009 © by the European Space Agency for the members of ECSS
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Change log
ECSS‐M‐10A First issue
19 April 1996
ECSS‐M‐10B Second issue
13 June 2003
ECSS‐M‐ST‐10C Third issue
31 July 2008 This issue combines the contents of ECSS‐M‐10B, ECSS‐M‐20B and
ECSS‐M‐30A. It supersedes these three standards.
The descriptive text of the previous standards has been combined and
rewritten to delete duplications and correct inconsistencies.
The requirements of ECSS‐M‐10B have been maintained with following
exceptions:
• Requirements on function tree have been deleted and moved to
ECSS‐E‐10.
• Requirements on model matrix have been deleted.
• Some requirements have been moved to newly established DRDs (e.g.
WBS and WP DRD).
• Some requirements have been edited to eliminate inconsistencies.
The requirements of ECSS‐M‐20B have been maintained with following
exceptions:
• Some requirements have been deleted because they are obvious.
• Requirements of clause 5.4 are covered by ECSS‐M‐ST‐40.
• Some requirements have been edited to eliminate inconsistencies.
The content of ECSS‐M‐30A has been completely updated and rewritten.
ECSS‐M‐ST‐10C Rev. 1 Third issue revision 1
6 March 2009 Changes with respect to version C (31 July 2008) are identified with revision
tracking. The main changes are:
• Changed term “technical specification” to “technical requirements
specification”.
• Table F‐1 updated to align it with ECSS‐E‐ST‐10, and Table G‐1 updated to
identify DRD references.
• Insertion of missing Header “4.4.3.2.1 Overview” (resp. “4.4.3.3.1
Overview”) after clause number 4.4.3.2 (resp. 4.4.3.3) causing renumbering
of subsequent clauses.
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Table of contents
Introduction................................................................................................................7
1 Scope.......................................................................................................................8
4 Principles ..............................................................................................................12
4.1 Project planning........................................................................................................12
4.1.1 Introduction.................................................................................................12
4.1.2 Purpose and objectives of the project ........................................................ 12
4.1.3 Availability of and need to develop new technologies ................................ 13
4.1.4 Availability of and need to reuse existing equipments/products ................. 13
4.1.5 Availability of and need for human resources, skills and technical
facilities.......................................................................................................13
4.1.6 Risk assessment ........................................................................................13
4.1.7 Development approach ..............................................................................13
4.1.8 Project deliverables .................................................................................... 13
4.1.9 Customer requirements and constraints..................................................... 14
4.1.10 Project requirements documents (PRD)..................................................... 14
4.1.11 Project management plan...........................................................................14
4.2 Project organization..................................................................................................15
4.2.1 Introduction.................................................................................................15
4.2.2 Organizational structure .............................................................................15
4.2.3 Communication and reporting ....................................................................15
4.2.4 Audits..........................................................................................................15
4.3 Project breakdown structures ...................................................................................16
4.3.1 Introduction.................................................................................................16
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4.3.2 Function tree...............................................................................................16
4.3.3 Specification tree ........................................................................................16
4.3.4 Product tree ................................................................................................16
4.3.5 Work breakdown structure (WBS) .............................................................. 17
4.3.6 Work package (WP) ...................................................................................18
4.3.7 Organization breakdown structure (OBS)................................................... 18
4.4 Project phasing.........................................................................................................19
4.4.1 Introduction.................................................................................................19
4.4.2 Relationship between business agreements and project phases............... 21
4.4.3 Project phases............................................................................................21
4.4.4 Project specific reviews .............................................................................. 28
5 Requirements........................................................................................................29
5.1 Project planning........................................................................................................29
5.1.1 Overview.....................................................................................................29
5.1.2 Requirements on customers.......................................................................29
5.1.3 Requirements on suppliers......................................................................... 30
5.2 Project organization..................................................................................................30
5.2.1 Organizational structure .............................................................................30
5.2.2 Communication and reporting ....................................................................31
5.2.3 Audits..........................................................................................................32
5.3 Project breakdown structures ...................................................................................33
5.4 Project phasing.........................................................................................................34
Bibliography.............................................................................................................50
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Figures
Figure 4-1: Product tree example...........................................................................................17
Figure 4-2: WBS example ......................................................................................................18
Figure 4-3: Typical project life cycle ....................................................................................... 19
Figure 4-4: Review life cycle ..................................................................................................21
Tables
Table F-1 :Management Documents Delivery per Review..................................................... 46
Table G-1 : Management documents delivery (periodic or incident triggered)....................... 47
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Introduction
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1
Scope
The scope of this ECSS Standard is limited to describing the key elements of
project planning and implementation and identifying the top level
requirements and products that together provide a coherent and integrated
project planning across the 3 ECSS branches.
Where other ECSS management, engineering, or product assurance standards
contain more specific and detailed requirements related to project planning,
references are provided to identify where these can be found within the ECSS
system.
This standard may be tailored for the specific characteristic and constrains of a
space project in conformance with ECSS‐S‐ST‐00.
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2
Normative references
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3
Terms and definitions
3.2.2 domain
general area of interest or influence covering a number of inter‐related topics or
sub‐areas
NOTE The name of a domain normally indicates the area
of interest (e.g. in the ECSS System, the
Management, Engineering, and Product Assurance
branches represent three different domains).
3.2.3 function
combination and interaction of a number of operations or processes, which
together achieve a defined objective
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4
Principles
4.1.1 Introduction
Project planning and implementation encompasses all of the processes carried
out in order to plan and execute a space project from initiation to completion at
all levels in the customer‐supplier chain in a coordinated, efficient and
structured manner. It is a project wide activity receiving inputs from all project
disciplines and involving close co‐operation across the project domains.
A space project typically comprises a space segment and a ground segment
which are implemented in parallel (see ECSS‐E‐ST‐70). They rely on, and have
interfaces with the launch service segment. These three segments comprise a
space system.
In principle, a proposal to initiate a space project can be raised by any party.
However, the most common initiators are:
• individual governments, or co‐operation between a number of
governments;
• national, or international space agencies, either singly or collectively;
• national or international scientific communities;
• operators of commercial space systems.
In this ECSS standard, the top level customer is defined as the organization
responsible for generating the top level space segment and ground segment
business agreements and for interface arrangements with other external space
system elements.
The following clauses 4.1.2 to 4.1.11 describe the key elements to be addressed,
assessed, and balanced when planning a project.
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4.2.1 Introduction
The establishment of a well structured and coherent organizational structure for
implementing a project at all levels in the customer‐supplier chain is a key
factor for ensuring an effective and efficient management approach. At each
level in the customer‐supplier chain a project organization can be built as a self‐
standing project team containing all necessary disciplines within the team
structure or, more often, can be built around a core project team containing key
project functions with other necessary functions being provided from outside
the project team as external support.
Irrespective of the organizational approach followed for a project, the elements
summarized below are relevant at all levels in the customer‐supplier chain.
4.2.4 Audits
Audits are independent examinations to determine whether processes and
procedures achieve the specified objective. They are an essential tool to identify
problem areas.
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4.3.1 Introduction
Project breakdown structures provide the basis for creating a common
understanding between all actors. They break the project down into
manageable elements as described in the following clauses 4.3.2 to 4.3.7.
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Space
System
On-board power
Instrument 3
supply
Attitude control
Data handling
Figure 4‐1: Product tree example
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Figure 4‐2: WBS example
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4.4.1 Introduction
The life cycle of space projects is typically divided into 7 phases, as follows:
• Phase 0 ‐ Mission analysis/needs identification
• Phase A ‐ Feasibility
• Phase B ‐ Preliminary Definition
• Phase C ‐ Detailed Definition
• Phase D ‐ Qualification and Production
• Phase E –Utilization
• Phase F – Disposal
A typical project life cycle is illustrated in Figure 4‐3.
Project phases are closely linked to activities on system and product level.
Depending on the specific circumstances of a project and the acceptance of
involved risk, activities can overlap project phases.
At the conclusion of the major activities and the related project reviews
configuration baselines are established (see ECSS‐M‐ST‐40).
Figure 4‐3: Typical project life cycle
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Phases 0, A, and B are focused mainly on
• the elaboration of system functional and technical requirements and
identification of system concepts to comply with the mission statement,
taking into account the technical and programmatic constraints identified
by the project initiator and top level customer.
• the identification of all activities and resources to be used to develop the
space and ground segments of the project,
• the initial assessments of technical and programmatic risk,
• initiation of pre‐development activities.
Phases C and D comprise all activities to be performed in order to develop and
qualify the space and ground segments and their products.
Phase E comprises all activities to be performed in order to launch, commission,
utilize, and maintain the orbital elements of the space segment and utilize and
maintain the associated ground segment.
Phase F comprises all activities to be performed in order to safely dispose all
products launched into space as well as ground segment.
Each of the above project phases includes end milestones in the form of project
review(s), the outcome of which determines readiness of the project to move
forward to the next phase.
Requirements on organization and conduct of reviews are provided in
ECSS‐M‐ST‐10‐01.
With the exception of the MDR which normally involves only the project
initiator, and the top level customer, all other project reviews up to and
including the AR are typically carried out by all project actors down to the
lowest level supplier in the customer‐supplier chain involved in the project
phases containing these reviews.
From the PRR to the PDR, the sequence of the reviews is “top down”, starting
with the top level customer and his top level supplier, and continuing down the
customer‐supplier chain to the lowest level supplier. From the CDR to the AR,
the sequence of reviews is reversed to “bottom up”, starting with the lowest
level supplier and its customer and continuing up through the customer‐
supplier chain to the 1st level supplier and the top level customer. This so called
“V model” is illustrated in Figure 4‐4.
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Figure 4‐4: Review life cycle
4.4.3.1 General
The clause 4.4.3 provides an introduction and overview of the typical major
tasks, associated review milestones, and review objectives for each of the phases
in a project life cycle.
4.4.3.2.1 Overview
This is mainly an activity conducted by the project initiator, the top level
customer and representatives of the end users.
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4.4.3.2.2 Major tasks:
• Elaborate the mission statement in terms of identification and
characterization of the mission needs, expected performance,
dependability and safety goals and mission operating constraints with
respect to the physical and operational environment.
• Develop the preliminary technical requirements specification.
• Identify possible mission concepts.
• Perform preliminary assessment of programmatic aspects supported by
market and economic studies as appropriate.
• Perform preliminary risk assessment.
4.4.3.3.1 Overview
This is mainly an activity conducted by the top level customer and one or
several first level suppliers with the outcome being reported to the project
initiator, and representatives of the end users for consideration.
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4.4.3.3.3 Associated review
The preliminary requirements review (PRR) is held at the end of Phase A. The
outcome of this review is used to judge the readiness of the project to move into
Phase B.
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4.4.3.4.2 Associated reviews
There are 2 project reviews associated with Phase B.
• The system requirements review (SRR) held during the course of Phase B.
• The preliminary design review (PDR) held at the end of Phase B. The
outcome of this review is used to judge the readiness of the project to
move into Phase C.
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4.4.3.5.3 Main review objectives
• Assess the qualification and validation status of the critical processes and
their readiness for deployment for phase D.
• Confirm compatibility with external interfaces.
• Release the final design.
• Release assembly, integration and test planning.
• Release flight hardware/software manufacturing, assembly and testing.
• Release of user manual.
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4.4.3.6.4 Main review objectives – Acceptance review
The primary objectives of this review are:
• To confirm that the verification process has demonstrated that the
product is free of workmanship errors and is ready for subsequent
operational use.
• To verify that the acceptance verification record is complete at this and
all lower levels in the customer‐supplier chain.
• To verify that all deliverable products are available per the approved
deliverable items list.
• To verify the “as‐built” product and its constituent components against
the required “as designed” product and its constituent components.
• To verify the acceptability of all waivers and deviations.
• To verify that the Acceptance Data Package is complete.
• To authorize delivery of the product.
• To release the certificate of acceptance.
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4.4.3.7.2 Associated reviews
There are 4 project reviews associated with phase E.
• The flight readiness review (FRR) is held prior to launch.
• The launch readiness review (LRR), held immediately prior to launch.
• The commissioning result review (CRR), held after completion of the on‐
orbit commissioning activities.
• The end‐of‐life review (ELR) held at the completion of the mission.
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5
Requirements
5.1.1 Overview
Project planning requirements are applicable to all actors of a project from the
top level customer down to the lowest level supplier. Project actors who have
the role of a customer and a supplier carry the responsibilities associated with
both roles. The scope and detail of requirements made applicable is a function
of the level of each actor in the customer‐supplier chain, with the full scope of
all requirements applicable to the top level supplier. The overall scope made
applicable reduces, down through the customer‐supplier chain but becomes
more specific as a function of the role played by each of these actors and the
type of product(s) to be developed and delivered by them.
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g. If a supplier is responsible for more than one business agreement within
a project, and the business agreements have different customers, then
each business agreement shall be clearly identified and accomplished
according to the appropriate relationships.
h. The first level supplier shall establish, maintain and distribute a project
directory including key personnel, as a minimum.
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5.2.2.2 Requirements on suppliers
a. The supplier shall prepare and submit progress reports to his customer in
conformance with Annex E.
b. The supplier shall prepare minutes of progress meetings for approval of
the customer.
c. The supplier shall notify the customer within an agreed period of time of
any event that could significantly affect the achievement of the business
agreement objectives in terms of cost, technical performance and
schedule, and any situation resulting in a substantial schedule or
planning change demanding immediate customer involvement.
5.2.3 Audits
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d. The supplier shall provide right of access for participation by the
customer in his own audits and in audits of his lower tier suppliers.
e. The supplier shall provide his customer access to his facilities and data
which are relevant in the frame of the business agreement.
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q. The project OBS shall be submitted to the customer for approval.
r. The supplier shall maintain the approved OBS, keep it up‐to‐date, and
issue it to the lower tier suppliers and the customer.
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Annex A (normative)
Project management plan (PMP) – DRD
<1> Introduction
a. The PMP shall contain a description of the purpose, objective and the
reason prompting its preparation (e.g. program or project reference and
phase).
<2> Applicable and reference documents
a. The PMP shall list the applicable and reference documents used in
support of the generation of the document.
<3> Objectives and constraints of the project
a. The PMP shall briefly describe the objective and constraints of the project
in conformance with the project requirements documents.
<4> Project organization
a. The PMP shall describe the project organization approach in
conformance with the requirements as defined in clause 5.2.
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<5> Project breakdown structures
a. The PMP shall describe the project breakdown structures approach in
conformance with the project breakdown structure requirements as
defined in clause 5.3 and identify the title of individual documents called
up by these requirements.
<6> Configuration, information and documentation
management
a. The PMP shall describe the configuration, information and
documentation management approach, as defined in ECSS‐M‐ST‐40,
Annex A.
b. If the configuration, information and documentation management
approach is contained in a rolled‐out configuration management plan,
the PMP may include only a brief description together with a reference to
the configuration, information and documentation management plan.
<7> Cost and schedule management
a. The PMP shall describe the cost and schedule management approach, as
defined in ECSS‐M‐ST‐60.
b. If the cost and schedule management approach is described in a rolled‐
out cost and schedule management plan, the PMP may include only a
brief description together with a reference to the cost and schedule
management plan.
<8> Integrated logistic support
a. The PMP shall describe the integrated logistic support approach, as
defined in ECSS‐M‐ST‐70.
<9> Risk management
a. The PMP shall briefly describe the risk management approach which is
described in more detail in a rolled‐out risk management policy and plan,
as defined in ECSS‐M‐ST‐80, Annexes A and B.
<10> Product assurance management
a. The PMP shall describe the product assurance management approach,
including the proposed breakdown into PA disciplines and the interfaces
between these disciplines, as defined in ECSS‐Q‐ST‐10, Annex A.
b. If the product assurance management approach is described in a rolled‐
out PA plan, the PMP may include only a brief description together with
a reference to the product assurance plan.
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<11> Engineering management
a. The PMP shall describe the engineering management approach,
including the proposed breakdown into engineering disciplines and the
interfaces between these disciplines, as defined in ECSS‐E‐ST‐10,
Annex D.
b. If the engineering management approach is described in a rolled‐out
system engineering plan, the PMP may include only a brief description
together with a reference to the system engineering plan.
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Annex B (normative)
Product tree – DRD
<1> Introduction
a. The product tree shall contain a description of the purpose, objective and
the reason prompting its preparation (e.g. program or project reference
and phase).
<2> Applicable and reference documents
a. The product tree shall list the applicable and reference documents used
in support of the generation of the document.
<3> Tree structure
a. The product tree shall provide the breakdown of lower level products
constituting the deliverable product.
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b. For each item identified in the product tree, the following information
shall be provided:
1. identification code;
2. item name;
3. item supplier;
4. applicable specification.
c. The product tree shall be presented either as a graphical diagram or an
indentured structure where the product (i.e. at the top level of the tree) is
decomposed into lower level products.
d. Each product item selected as configuration item shall be identified in the
product tree.
e. When recurrent products from previous space projects are used, they
shall be identified in the tree structure.
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Annex C (normative)
Work breakdown structure (WBS) – DRD
<1> Introduction
a. The WBS shall contain a description of the purpose, objective and the
reason prompting its preparation (e.g. program or project reference and
phase).
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<2> Applicable and reference documents
a. The WBS shall list the applicable and reference documents used in
support of the generation of the document.
<3> Tree structure
a. The WBS shall provide a logical and exhaustive breakdown of the
product tree elements, that includes the customer’s defined support
functions (e.g. project management, engineering, product assurance
support) necessary to produce the end item deliverables (development
and flight models) and the necessary services as appropriate for the
project.
b. A coding scheme for WBS elements that represents the hierarchical
structure when viewed in text format shall be used.
NOTE 1 A common coding system facilitates
communications among all project actors.
NOTE 2 E.g.: to each WBS element is assigned a code used
for its identification throughout the life of the
project. It can be a simple decimal or alphanumeric
coding system that logically indicates the level of
an element and related lower‐level subordinate
elements.
c. The WBS shall identify all control work‐packages.
d. The control work‐packages may be further broken down by the supplier
in several more detailed work‐packages.
e. All defined work‐packages together shall cover the total work scope.
f. The WBS shall be presented either as a graphical diagram or an
indentured structure.
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Annex D (normative)
Work package (WP) description – DRD
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14. list of deliverables;
15. location of delivery;
16. start event identification including date;
17. end event identification including date;
18. excluded tasks.
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Annex E (normative)
Progress report – DRD
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Annex F (informative)
ECSS management branch documents
delivery per review
Table F‐1 provides the information concerning the expected delivery of ECSS
management branch documents per review.
NOTE This table constitutes a first indication for the
data package content at various reviews. The
full content of such data package is established
as part of the business agreement, which also
defines the delivery of the document between
reviews.
The various crosses in a row indicate the increased levels of maturity
progressively expected versus reviews. The last cross in a row indicates that at
that review the document is expected to be completed and finalized.
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Table F‐1 :Management Documents Delivery per Review
Phase
Document Title DRD ref.
0 A B C D E F
MDR PRR SRR PDR CDR QR AR ORR FRR LRR CRR ELR MCR
Project management plan X X X ECSS‐M‐ST‐10, Annex A
Product tree X X X X X X ECSS‐M‐ST‐10, Annex B
Work breakdown structure X X X ECSS‐M‐ST‐10, Annex C
Work package description X X X ECSS‐M‐ST‐10, Annex D
Schedule X X X X X X X X X ECSS‐M‐ST‐60, Annex B
Cost estimate report X X X ECSS‐M‐ST‐60, Annex G
Configuration management plan X X X ECSS‐M‐ST‐40, Annex A
Configuration item list X X ECSS‐M‐ST‐40, Annex B
Configuration item data list X X X X ECSS‐M‐ST‐40, Annex C
As‐built configuration list X X ECSS‐M‐ST‐40, Annex D
Software configuration file X X X X ECSS‐M‐ST‐40, Annex E
Configuration status accounting reports X X X X ECSS‐M‐ST‐40, Annex F
Risk management policy document X X X X ECSS‐M‐ST‐80, Annex A
Risk management plan X X X X ECSS‐M‐ST‐80, Annex B
Risk assessment report X X X X X X X X ECSS‐M‐ST‐80, Annex C
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Annex G (informative)
Management documents delivery
(periodic or incident triggered)
Table G‐1 lists the documents which are defined as outputs of the management
standards requirements and which are not part of review data packages.
Table G‐1: Management documents delivery (periodic or
incident triggered)
Document Title DRD ref.
Cost breakdown structure ECSS‐M‐ST‐60, Annex A
Schedule progress report ECSS‐M‐ST‐60, Annex C
Company Price Breakdown Forms ECSS‐M‐ST‐60, Annex D
Geographical Distribution Report ECSS‐M‐ST‐60, Annex E
Cost Estimating Plan ECSS‐M‐ST‐60, Annex F
Milestone Payment Plan ECSS‐M‐ST‐60, Annex H
Inventory Record ECSS‐M‐ST‐60, Annex I
Cost and Manpower Report ECSS‐M‐ST‐60, Annex J
OBCP and CBCP for Cost Reimbursement ECSS‐M‐ST‐60, Annex K
OBCP and CBCP for Fixed Price ECSS‐M‐ST‐60, Annex L
EAC and ETC for Cost Reimbursement ECSS‐M‐ST‐60, Annex M
EAC for Fixed Price ECSS‐M‐ST‐60, Annex N
Contract Change Notice ECSS‐M‐ST‐60, Annex O
Change request ECSS‐M‐ST‐40, Annex G
Change proposal ECSS‐M‐ST‐40, Annex H
Request for deviation ECSS‐M‐ST‐40, Annex I
Request for waiver ECSS‐M‐ST‐40, Annex J
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Annex H (informative)
Determination of the appropriate
WBS level of detail
The main challenge associated with developing the work breakdown structure
(WBS) is to determine the balancing between the project definition aspects
of the WBS and the requirements for data collecting and reporting. One has
to keep in mind that the WBS is a tool designed to assist the project manager
when decomposing the project only to the levels necessary to meet the needs of
the project, the nature of the work, and the confidence of the team.
An excessive WBS levels can lead to unrealistic levels of maintenance and
reporting, and consequently to an inefficient and over costly project. The theory
that more management data equates to better management control has been
proven false many times over in the last decades when assessing systems
performance. On the other hand, if not detailed enough it makes the element
difficult to manage or the risk unacceptable.
Among the different questions arising when developing a WBS, an important
one is: should the WBS be decomposed further?
To help answering this question, we propose the following list of questions. If
most of the questions can be answered YES, then the WBS element analyzed
should be decomposed. On the contrary, if most of the questions can be
answered NO, then this is not necessary. If the answers are approximately
50/50, then additional judgment is needed.
• Is there a need to improve the assessment of the cost estimates or
progress measuring of the WBS element?
• Is there more than one individual responsible for the WBS element?
Often a variety of resources are assigned to a WBS element, a unique
individual is assigned the overall responsibility for the deliverable
created during the completion of the WBS element.
• Does the WBS element content include more than one type of work
process or produces more than one deliverable at completion?
• Is there a need to assess the timing of work processes that are internal to
the WBS element?
• Is there a need to assess the cost of work processes or deliverables that
are internal to the WBS element?
• Are there interactions between deliverables within a WBS element to
another WBS element?
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• Are there significant time gaps in the execution of the work processes
that are internal to the WBS element?
• Do resource requirements change over time within a WBS element?
• Are there acceptance criteria, leading to intermediate deliverable(s),
applicable before the completion of the entire WBS element?
• Are there identified risks that require specific attention to a subset of the
WBS element?
• Can a subset of the work to be performed within the WBS element be
organized as a separate unit?
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Bibliography
ECSS‐S‐ST‐00 ECSS system – Description, implementation and
general requirements
ECSS‐E‐ST‐10 Space engineering – System engineering general
requirements
ECSS‐E‐ST‐40 Space engineering – Software general requirements
ECSS‐E‐ST‐70 Space engineering – Ground systems and operations
ECSS‐M‐ST‐10‐01 Space project management – Organization and
conduct of reviews
ECSS‐M‐ST‐60 Space project management – Cost and schedule
management
ECSS‐M‐ST‐70 Space project management – Integrated logistic
support
ECSS‐M‐ST‐80 Space project management – Risk management
ECSS‐Q‐ST‐10 Space product assurance – Product assurance
management
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